3G时代电信运营商的营销渠道组织结构建设
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摘要
2009年初,随着中国移动,中国电信,中国联通分别领到3G牌照,我国的电信市场迈入了3G时代。3G牌照的发放使得所有运营商面临的是一个更加激烈的全业务竞争的市场环境。而随着3G业务的不断推出,电信产品的多样性以及新产品密集型
的特点将进一步显现。那么如何利用健康高效的营销渠道去保证业务的推广发展,如何保持原有营销渠道优势,同时又与时俱进改造营销渠道以适应不断变化的市场环境就是摆在电信运营商面前的重要课题。
本文首先从国外3G技术与市场发展的情况介绍入手,同时结合目前我国3G的市场状况进行对比。利用SWOT,五力模型等工具对我国电信市场的综合分析,探讨了电信运营商的营销渠道在当前市场环境发生变化时而暴露出的问题。随后,结合某省联通分公司营销渠道进行分析,对于营销渠道组织结构的建设优化,提出建设了意见。
首先,在管理架构方面,调整设计营销渠道管理体系,以适应新形势下的市场环境；其次,在渠道职能方面,针对直销渠道,实体渠道,电子化渠道以及社会渠道的不同特点,对于其职能定位进行优化；最后,在保障体系方面,从渠道联动机制入手,改进优化流程,以体制保证渠道效率。在IT方面,进一步优化体系架构,以实现对于渠道以及业务的有力支撑。
未来电信业务的竞争,从某种意义来讲,也就是营销渠道的竞争,而健康高效的营销渠道是依靠不断优化的组织结构来实现的。所以,电信运营商只有不断根据变化的市场调整营销渠道组织结构的建设,才能在纷繁复杂的市场环境下保证可持续的竞争力。
China telecommunication industry step into 3G generation after the three Telecommunication Service Provider, China Mobile, China Telecom and China Unicom, got the 3G licence at the beginning of 2009. The three players have to face the more aggressive competition than before.It is very important stragety to Telecom Service Provider how to keep the strength of marketing channels and reform to follow the marking environment change and business trend.
At beginning, we introduced 3G history and technology road map.On the other hand, refered to the global TSP (Telecom Service Provider) 3G business operation experiences, we analysed the domestic 3G market. With SWOT methodology and Porter Analysis model, we found out the problems of marketing channel can not to fit the change. Then, draw to conclusion after accessment to one China Unicom province company marketing channels status.
Firstly, in order to follow the competition environment change, the manage organization should be reformed.Secondly, direct selling channel, shop channel, web or virtual channel and social channel's position should be defined and optimized according to customer needs.Lastly, Unicom province company should increase business opportunity effectiveness and optimize the process.On the other hand, we have to optimize IT infrastructure to provide strong support for business and channels.
In the coming years, marketing channel is the key to beat competition in domestic telecommunication industry. Therefore, Telecom Service Provider should keep adjusting and optimizing the marketing channel in order to take good position under the rapidly change of marketing environment.
的特点将进一步显现。那么如何利用健康高效的营销渠道去保证业务的推广发展,如何保持原有营销渠道优势,同时又与时俱进改造营销渠道以适应不断变化的市场环境就是摆在电信运营商面前的重要课题。
本文首先从国外3G技术与市场发展的情况介绍入手,同时结合目前我国3G的市场状况进行对比。利用SWOT,五力模型等工具对我国电信市场的综合分析,探讨了电信运营商的营销渠道在当前市场环境发生变化时而暴露出的问题。随后,结合某省联通分公司营销渠道进行分析,对于营销渠道组织结构的建设优化,提出建设了意见。
首先,在管理架构方面,调整设计营销渠道管理体系,以适应新形势下的市场环境；其次,在渠道职能方面,针对直销渠道,实体渠道,电子化渠道以及社会渠道的不同特点,对于其职能定位进行优化；最后,在保障体系方面,从渠道联动机制入手,改进优化流程,以体制保证渠道效率。在IT方面,进一步优化体系架构,以实现对于渠道以及业务的有力支撑。
未来电信业务的竞争,从某种意义来讲,也就是营销渠道的竞争,而健康高效的营销渠道是依靠不断优化的组织结构来实现的。所以,电信运营商只有不断根据变化的市场调整营销渠道组织结构的建设,才能在纷繁复杂的市场环境下保证可持续的竞争力。
China telecommunication industry step into 3G generation after the three Telecommunication Service Provider, China Mobile, China Telecom and China Unicom, got the 3G licence at the beginning of 2009. The three players have to face the more aggressive competition than before.It is very important stragety to Telecom Service Provider how to keep the strength of marketing channels and reform to follow the marking environment change and business trend.
At beginning, we introduced 3G history and technology road map.On the other hand, refered to the global TSP (Telecom Service Provider) 3G business operation experiences, we analysed the domestic 3G market. With SWOT methodology and Porter Analysis model, we found out the problems of marketing channel can not to fit the change. Then, draw to conclusion after accessment to one China Unicom province company marketing channels status.
Firstly, in order to follow the competition environment change, the manage organization should be reformed.Secondly, direct selling channel, shop channel, web or virtual channel and social channel's position should be defined and optimized according to customer needs.Lastly, Unicom province company should increase business opportunity effectiveness and optimize the process.On the other hand, we have to optimize IT infrastructure to provide strong support for business and channels.
In the coming years, marketing channel is the key to beat competition in domestic telecommunication industry. Therefore, Telecom Service Provider should keep adjusting and optimizing the marketing channel in order to take good position under the rapidly change of marketing environment.
引文
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[5]郁义鸿,于立宏.管理经济学[M].高等教育出版社,2006
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[14]郭靖.3G时代的电信业务营销[J].通信与信息技术,2006.7
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[17]中国移动研究院：http://labs. chinamobile. com
[18]通信世界网：http://www. cww. net. cn
[19]C114中国通信网：http://www. c114. net
[20]中国信息产业网：http://www. cnii. com. cn
[2]傅云新.服务营销实务[M].广东经济出版社,2002
[3]菲利普.科特勒,凯文.莱恩.凯勒.营销管理[M].上海人民出版社,2006
[4]斯蒂芬.罗宾斯.组织行为学[M].中国人民大学出版社,2005
[5]郁义鸿,于立宏.管理经济学[M].高等教育出版社,2006
[6]常晓莉.3G牌照发放后山东网通经营策略研究[D].山东大学,2008
[7]罗杰.A.麦凯恩.博弈论：战略分析入门[M].机械工业出版社,2006
[8]肯尼斯.C.劳顿,珍.P.劳顿.管理信息系统[M].清华大学出版社,2005
[9]刘立.电信市场营销[M].人民邮电出版社,2003
[10]詹姆斯.电信业战略管理[M].人民邮电出版社,2003
[11]舒华英、齐佳音.电信客户全生命周期管理[M].北京邮电大学出版社,2004
[12]沈拓.3G时代移动通信市场的大会战[J].市场研究,2006.6
[13]李乃青,刘桦.面对3G,固网运营商如何走[J].通信企业管理,2007.10
[14]郭靖.3G时代的电信业务营销[J].通信与信息技术,2006.7
[15]谭晨辉.电信,网通如何应对未来的3G营销[J].通讯世界,2005.5
[16]李晓英,华成.我国电信运营商3G营销渠道建设探讨[J].市场营销导刊,2007.3
[17]中国移动研究院：http://labs. chinamobile. com
[18]通信世界网：http://www. cww. net. cn
[19]C114中国通信网：http://www. c114. net
[20]中国信息产业网：http://www. cnii. com. cn